Your SlideShare is downloading. ×

Thanks for flagging this SlideShare!

Oops! An error has occurred.

Saving this for later? Get the SlideShare app to save on your phone or tablet. Read anywhere, anytime – even offline.
Text the download link to your phone
Standard text messaging rates apply

Strategies for Companies Doing Business in Brazil


Published on

BRIC Country Series: Brazil …

BRIC Country Series: Brazil
- Management strategies
- Expats in Brazil
- Strategies for Engaging Clients
- Special Offer

Published in: Business, Economy & Finance
  • Be the first to comment

No Downloads
Total Views
On Slideshare
From Embeds
Number of Embeds
Embeds 0
No embeds

Report content
Flagged as inappropriate Flag as inappropriate
Flag as inappropriate

Select your reason for flagging this presentation as inappropriate.

No notes for slide


  • 1. BRIC Country Series: Brazil Strategies for Companies Doing Business in Brazil 1 © 2013 ITAP International, Inc. All Rights Reserved. 1
  • 2. Table of Contents Management Strategies Expats in Brazil Strategies for Engaging Clients Special Offer 2 © 2013 ITAP International, Inc. All Rights Reserved. 2
  • 3. Management Strategies 1. Currently, the most important business issues for managers ( ti (natives and expats) i B il are: d t ) in Brazil • • • • • Managers will have to get the best results with smaller teams, due to reductions caused by the recent economic crisis; they will need employees that can fill more than one position in the company. They will need a good performance evaluation program and should plan carefully their training needs in order to prepare people to assume new responsibilities as soon as possible. Big projects will be broken down into small initiatives. They will have to carefully manage costs and time expended on projects. Managers also have to g as much information as p g get possible to support their decisions, through both formal and informal channels. © 2013 ITAP International, Inc. All Rights Reserved. 3 3
  • 4. Management Strategies 2. Effective l d hi in Brazil includes the following 2 Eff ti leadership i B il i l d th f ll i behaviors: • • • • • An effective manager should have a long term vision. g g Have the ability to analyze and evaluate targets and results. They should always provide the team with necessary information and conditions to meet the results results. Personal needs or problems should be considered so that the employee feels valued and respected as an individual. Flexibility is very important important. 4 © 2013 ITAP International, Inc. All Rights Reserved. 4
  • 5. For Your Information Information… Business i not conducted d i th f ll i ti B i is t d t d during the following times and or occasions: • • • • • • Weekends or during events such as the World Cup or the g p Olympic games School holidays – July (short break – for a month) and end of the school year ( g break December, January, February) y (long , y, y) National Holiday ( 7th September) Labor Day Religious holidays Carnival – end of February or the beginning of March (4 days Sat/Sun/Mon/Tue/Wed until midday) 5 © 2013 ITAP International, Inc. All Rights Reserved. 5
  • 6. Motivating Employees • Brazilians’ group-orientation means th t they tend to value B ili ’ i t ti that th t d t l improvements in the work environment, including the physical conditions of the workplace. This preference reflects their need to feel a sense of belonging belonging. • In response, some companies, especially wealthy international firms, make f iliti such as a soccer fi ld b b fi k facilities h field, barbecue pit, reading it di room, and or television room available to their employees. 6 © 2013 ITAP International, Inc. All Rights Reserved. 6
  • 7. Expats in Brazil 1. Wh t 1 What are the most important issues for expat th ti t ti f t managers in Brazil to get right? • • • • • • • • • • Get to know the culture, customs and values. Respect Brazilian customs and values. Respect Brazilian women. Respect their football team. Avoid conflict. Value relationships more than tasks. Offer guidance. g Provide verbal appraisals and recognition. Try to communicate in Portuguese; at least offer greetings and thanks in Portuguese. Take care of the group (their needs, their problems) as if a parent might. © 2013 ITAP International, Inc. All Rights Reserved. 7 7
  • 8. Expats in Brazil 2. How are expat managers t i ll perceived? 2 H t typically i d? • • • Expat managers can be perceived as very important people and considered as very competent professionals because they deserved the company’s confidence and investment of sending them to another country. Their opinions are respected and valued. If adaptation doesn’t occur (between both expats and locals) they can be perceived as arrogant, out of place and authoritarian. 8 © 2013 ITAP International, Inc. All Rights Reserved. 8
  • 9. Expats in Brazil 3. 3 If an expat doesn’t socialize, h or she can b td ’t i li he h be perceived by Brazilian nationals as arrogant. 4. When expats criticize Brazil and the Brazilian way of life (e.g., food of style of dress), they might be asked whether they would like to return to their home country. 9 © 2013 ITAP International, Inc. All Rights Reserved. 9
  • 10. Expats in Brazil 5. Some actions and b h i 5 S ti d behaviors are appropriate f i t for natives of Brazil, yet should not be adopted by expats who are not completely fluent in Brazilian p p y practices and culture. Here are a few examples: • • • Brazilians criticize their country and the government, but don t don’t like foreigners talking about their problems Criticism problems. can be taken as a personal offense. Expats should not try to dance “the Brazilian samba” if they are not trained for that otherwise they will become the focus that, of jokes. Religion is not an appropriate topic for discussion. 10 © 2013 ITAP International, Inc. All Rights Reserved. 10
  • 11. Strategies for Engaging Clients 1. To build 1 T b ild rapport with potential clients i B il t ith t ti l li t in Brazil... • • Get to know the market (including the client’s position in the market), its needs, weaknesses and opportunities. Offer solutions and suggestions. 2. 2 When visiting a prospect or a client client... • Get to know the client and his/her vision of the future for the organization. 11 © 2013 ITAP International, Inc. All Rights Reserved. 11
  • 12. Strategies for Engaging Clients 3. Vendors should avoid. . . • • • Offering “imported” solutions without considering the local reality/market. Assuming that Brazilians don’t know how to take care of business. Playing the “smart guy.” 4. When negotiating with prospects or clients from Brazil. . . • • • • Always begin with small talk in conversation before talking about business. Show respect by exhibiting knowledge of your prospect’s / client’s company. Show respect for their product. Be willing to contribute to their development / expansion / improvement. 12 © 2013 ITAP International, Inc. All Rights Reserved. 12
  • 13. Strategies for Engaging Clients 5. Recognizing and handling conflict 5 R i i d h dli fli t • • Conflicts arise for several reasons but one of the strongest is when a conflict of interest occurs. This situation is supposed to be handled with maturity and in a productive way for both parties involved. Unfortunately, conflicts are sometimes handled in a very emotional way. It is important to stay calm. 13 © 2013 ITAP International, Inc. All Rights Reserved. 13
  • 14. Strategies for Engaging Clients 6. To 6 T maintain a relationship (f the purpose of i t i l ti hi (for th f getting follow-on business) . . . • • Keep a g p good after sales follow up p g p program showing new g solutions and quickly correcting product problems. Send greeting cards and mementos at the end of the year. 14 © 2013 ITAP International, Inc. All Rights Reserved. 14
  • 15. Hofstede Scores for Brazil 1. Individualism: 38 (Group Orientation) 2. Power Distance: 69 (Hierarchical Orientation) 3. Certainty: 76 (Need for Certainty) 4. Achievement: 49 (Quality of Life Orientation) 5. Time Orientation: 44 (Short-Term Orientation) The graph above provides a snapshot of the culturally based values in Brazil The scores that extend furthest Brazil. away from the line in the middle are the most significant. The graph shows that Brazilians tend to be grouporiented, accept a hierarchical power structure, have a need for certainty, and are short-term oriented. 15 © 2013 ITAP International, Inc. All Rights Reserved. 15
  • 16. Cultural Disharmony Undermines y Workplace Creativity “Managing cultural friction not only Managing creates a more harmonious workplace, says professor Roy Y.J. Chua, but Y J Chua ensures that you reap the creative benefits of multiculturalism at its best.” SOURCE: Blanding, Michael, W ki K SOURCE Bl di Mi h l Working Knowledge, H l d Harvard B i d Business S h l 09 D 2013 R School, Dec Research & Id h Ideas 16 © 2013 ITAP International, Inc. All Rights Reserved. 16
  • 17. Special Offer – ITAP’s GTPQ 1. 1 If you already suspect that there is cultural misalignment among l d t th t th i lt l i li t and between team members… 2. If you want to examine the gaps in work-related values within your t team.. 3. In order to bridge the gaps to motivate employees, work more effectively with colleagues, be better at engaging with clients… 4. If it would help focus the team by comparing your team’s culture with the culture of the 5 best teams in ITAP’s database… …ITAP’s Global Team Process Questionnaire™ (GTPQ) identifies cultural misalignment as well as other areas that need work so you can focus on team improvement. The GTPQ would also allow you to measure change/improvement over ld l ll t h /i t time. © 2013 ITAP International, Inc. All Rights Reserved. 17 17
  • 18. Measuring Cultural Disharmony ITAP measures human process interactions on teams which include: • Executive overviews • Both quantitative answers and qualitative insights • Automated diagnosis • Customized with questions that address your team goals… © 2013 ITAP International, Inc. All Rights Reserved. 18 18
  • 19. Avoid Ambient Cultural Disharmony… PROMOTION: Buy 1, get 1 FREE (GTPQ team analysis) Buy 1 iteration of ITAP’s Global Team Process Questionnaire (GTPQ ) Questionnaire™ (GTPQ*) at $1000 and also receive 1 hour virtual debrief with each iteration. Email me ( and enter PROMOTION CODE B14GTPQ i the subject line in th bj t li *GTPQ (Premium Version) retails for $1,000/team plus debrief or delivery of interventions for the team @ $350/hour 19 © 2013 ITAP International, Inc. All Rights Reserved. 19
  • 20. Questions?  Please email or call me… Questions? Please email or call me… Catherine Mercer Bing CEO,  ITAP International, Inc. ITAP International, Inc. 353 Nassau Street, 1st Floor Princeton, NJ 08540 USA (W) 1.215.860.5640 (W) 1 215 860 5640 Remember! Put your PROMOTION CODE: B14GTPQ in the subject line of your email. …thank you… 20 © 2013 ITAP International, Inc. All Rights Reserved. 20